The pharmaceutical industry is going through London International development consultants a huge deal of alter. Corporations which include Pfizer and Lilly are struggling with considerable product patent expirations. In addition, company pipelines are insufficient to replace the revenues dropped to patent expirations. Finally, EU-based and US-based companies and US are shifting their companies in direction of higher-growth markets in China, India, and various Rising Markets, creating inside organizational turmoil inside their household markets.

As many businesses realize, it really is decreasingly feasible to easily “research” your way from these troubles. Component of the answer to these problems is producing and executing what we broadly make reference to to be a Organization Growth and Licensing strategy (BD&L). This technique would include any and all options for seeking and financing external partnerships, licenses, mergers, and/or acquisitions.

Of course all multinational pharmaceutical and biotechnology providers have an BD&L group, usually led by a member with the senior management team. Larger companies will have a team of a dozen or more executives, directors, and managers responsible for sourcing, analyzing, and recommending company enhancement opportunities. Even smaller corporations will have one or two individuals formally charged with the BD&L process.

So why should pharmaceutical corporations, even large ones with large BD&L teams, use consulting corporations to assist them? We believe there are three motives why this is the case:

Growth of an Overarching Framework - A lot of pharmaceutical and biotechnology providers should be applauded for having a strategic and focused BD&L framework. Several corporations know exactly what they are looking for, i.e., asset type, stage of advancement, geography, offer structure, and so forth. A framework, even a simple one, makes it easier for the search team to identify and quickly eliminate opportunities that do not fit. This then enables the team to focus more time on those opportunities which might be a good fit. This results in better due diligence and faster deal making.

Unfortunately, there are many companies which do not take a framework-driven approach. Quite a few searches are haphazard, where corporations look for anything with a certain revenue potential, or anything that can be sold by their existing sales and marketing infrastructure. In our experience, any approach which aims to easily provide the sales organization with products to sell is unsustainable in the long run.

Savvy BD&L executives can leverage consultancies to help them develop this overarching framework, identifying the key variables which are important to the firm, its management, and its shareholders. Pharmaceutical management consultants can bring an objective perspective to an exercise which, if done properly, results in a roadmap that the BD&L team can then use to plan and execute a BD&L tactical plan.

Broaden Skill Set - We have noticed that a lot of smaller BD&L teams have strengths and skills in some areas, but not others. For example, some firms have BD&L teams led by scientists or clinicians or attorneys who lack the experience to quantitatively and financially assess opportunities. Using a consultancy can provide unbiased, rigorous quantitative analysis and financial modeling.

Extend Geographic Breadth and Depth - The traditional model for US and EU firms was to license drugs from Japanese corporations, because several innovative Japanese firms lacked the global presence to develop and market their innovations outside their residence country.